Delivering F1’s sustainability targets

When Formula 1 promotes its plan to be Net Zero by 2030 on social media, the obvious question always arises in the comments – how can a motorsport series that hosts 24 races across five continents possibly achieve such an ambitious goal? 

Those logistics certainly present a challenge, but F1 is making progress, and it announced in July that it is over 50% of the way there toward its self-imposed carbon-neutral target.

Helping it to reach such a strict objective is the sport’s long-standing Official Logistics Partner, DHL, which is approaching the challenge head on and has its own 2050 net-zero goal.

Paul Fowler, Head of DHL Motorsports Logistics, has been in the logistics industry for almost four decades. He explained the changes already implemented to make moving F1 freight more sustainable.

“When I started, it used to be two aircraft, no sea freight. It’s up to nine aircraft now – we’re moving to the Boeing 777 because they’re more fuel-efficient than legacy aircrafts, by 17%,”  he told Sector.

“There’s even greater carbon reductions when combined with sustainable aviation fuel (SAF). SAF reduces emissions by around 80% over its lifecycle compared to conventional jet fuel.

“We’ve changed all the flight cases over five or six years. Cars used to be shipped on racks as whole cars, which took more aircraft space. Now everything’s modular, reducing the number of aircraft.” 

“We’re helping F1 switch to sea freight for its TV village – taking one aircraft out of the sky entirely. Packaging is now multimodal, ready for sea or air depending on the situation.” 

With a packed calendar, DHL will often have a team on location at a circuit that might be two races away – but that requires support on the ground well before the first car takes to the track. 

Fowler admits it was hard to win the teams over when it came to the fresh approach, but that all changed when it was agreed that any sustainability spend would fall outside of F1’s cost cap. 

“The mentality was hard to change – ‘we’ve always done it this way’. But after cost cap adjustments, teams are finally investing in sustainable technologies,” he added. 

“The challenge is, yes, we’re reducing the footprint, but the sport itself is growing – they’re kind of counterintuitive.” 

When asked what processes DHL are putting in place, Fowler is not short of examples: “We have our own airline – over 300 aircraft – and our own supply of sustainable aviation fuel.  

“Even if it’s not in the aircraft we’re flying, we burn it off elsewhere in our fleet to create a net effect. That’s how we reduce emissions on a one-world atmosphere.” 

“In Europe, our entire fleet runs on hydrotreated vegetable oil (HVO) – that’s an 83% reduction year-on-year. Those trucks go to every race, and we keep them operating all year, which benefits DHL as a whole.” 

Such an innovative approach can present challenges, though: “We trial everything from battery to HVO,” said Fowler. 

“But because it’s cutting edge, it’s not everywhere in the world. What we have in Europe isn’t yet available in China or Australia.

“HVO is seen as a bridging fuel until technologies like hydrogen and sustainable aviation fuel become global.” 

DHL also works hand in hand with F1 when it comes to the race calendar, something the sport has been keen to address in recent times – with Canada and Monaco swapping from 2026 to limit travel further. 

Fowler revealed conversations between the two have led to calendar tweaks in the past as the Net Zero 2030 pledge moves closer. 

“We advise on the calendar after it’s set. We look at what was too close, what didn’t work, where there was risk, and try to regionalise – like grouping the Middle East and the US/Canada to reduce shipping,” he added. 

“The biggest footprints are travel of people, travel of freight, and final mile. We’re using electric forklifts, removing single-use plastics, and circuits are contributing, too.

“Everyone is playing their part. DHL can’t change everything, but we can certainly be the best at what we do.”